Attachment A - Operating Plan

DOWNTOWN BOULDER BUSINESS IMPROVEMENT DISTRICT OPERATING PLAN 2027 SECTION 1: GENERAL SUMMARY Creation: The Downtown Boulder Business Improvement District (BID) was created pursuant to the "Business Improvement District Act," part 12 of article 25 of title 31, Colorado Revised Statutes. Non-duplication of Services, Facilities, and Improvements: The services, facilities and improvements to be provided by the Downtown Boulder Business Improvement District are not intended to duplicate the services, facilities and improvements provided by the City of Boulder within the boundaries of the district. The Downtown Boulder Business Improvement District was created to provide enhanced or otherwise unavailable services and resources for owners of real and personal property (excluding agricultural and residential) located in downtown Boulder. Service Area: Approximately 34 blocks contiguous with the Central Area General Improvement District (CAGID) plus additional blocks to the east and west, bounded roughly by 8th Street to the west, Spruce Street to the north, 2151 Street to the east and Arapahoe Avenue to the south. The BID may be expanded in the future upon the request of the property owners. Pursuant to statute, the district shall contain only that taxable real and personal property within said boundaries, which is NOT classified as either agricultural or residential. A map of the district service area is attached to this operating plan. Powers, Functions, and Duties: The Downtown Boulder BID will have the authority through its board of directors to exercise all the powers, functions and duties specified in this Business Improvement District Act except as expressly stated in this operating plan. Board of Directors: The Board of Directors of the BID consists of nine electors of the district appointed by the City Council of the City of Boulder. Members appointed to the board represent specific geographic areas and a cross-section of interests in the district, including both large and small property and business owners. Each director serves a three-year term. Terms are staggered with three expiring every year. Four representatives from the City of Downtown Boulder BID Operating Plan 2027

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Boulder serve as ex officio members and liaisons to the board, including the City Manager (or her designee), two City Council members and the Director of Community Vitality Department. Services: The Downtown Boulder BID provides services in three major areas: marketing and promotion, service and maintenance, and economic vitality. The service plan for FY2026 includes the continuation of these services in conjunction with Downtown Boulder Partnership, Downtown Boulder Community Initiatives, and in partnership with the City’s Community Vitality Department to provide a strong identity for downtown. These partners also collaborate to communicate with downtown constituents, plan and administer programs, and promote economic vitality and community involvement. Methods of Funding: The Downtown Boulder BID has two sources of revenue: Levy of ad valorem tax on taxable real and personal property, estimated to be 4.357 mills (to be finalized in December 2026), and Fee for service from the City's general fund and Central Area General Improvement (CAGID) budget. Budget: Total proposed district budgeted revenue for FY2027 is $2,937,423. Approximately $1,679,280 in revenue is generated by BID property taxes and specific ownership taxes; and $823,000 is fee for service from the City of Boulder, $338,383 is expense reimbursement from sister organizations, Downtown Boulder Partnership and Downtown Boulder Community Initiatives, and $96,760 is generated from earned income and other miscellaneous sources. Legal Restrictions: BID assessments are subject to state constitutional limitations - a vote by ratepayers is required to increase revenue over allowed limits. Term: The district will terminate 20 years from January 1, 2010, unless a petition is filed to continue it before that date. Existing City Services: The City of Boulder will continue to document existing city services to ensure that service levels currently provided by the city do not decrease.

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SECTION 2: SERVICE PLAN

Marketing, Communications and Promotions The Downtown Boulder Business Improvement District leads the branding, marketing and promotion of Downtown Boulder to residents, visitors, businesses and investors. Through strategic communications, destination marketing and storytelling, the BID works to strengthen downtown's identity, support local businesses, increase visitation and reinforce Downtown Boulder as the economic, cultural and civic heart of the community. Marketing efforts include advertising, brand management, digital communications, website management, visitor information, public relations, district wayfinding, research and partnerships that encourage people to discover, explore and experience everything Downtown Boulder has to offer. 2026 Accomplishments ● Website Transformation – Completed a comprehensive redesign of BoulderDowntown.com with an emphasis on accessibility, user experience, search engine optimization (SEO) and AI optimization to ensure downtown businesses, events and information remain easy to discover through both traditional search engines and emerging AI-powered search tools. From January 1 through August 31, 2026, the website reached 964,236 total users, a 14% increase over the same period in 2025. The site also generated 1.6 million impressions in the first eight months of 2026. ● Downtown Boulder has maintained a strong social media presence on a variety of channels as a primary way to disseminate information and also listen to our audience. From January 1 through August 31, 2026, the Facebook page gained 2,100 new followers, a 16.5% increase over the same period in 2025. The cross-platform community also expanded significantly, with Instagram bringing in 4,700 new followers over the first eight months of 2026 to elevate our total audience to 74,371 followers. ● Welcome to the Heart of Boulder Campaign – Expanded the second year of the "Welcome to the Heart of Boulder" brand campaign through advertising, digital marketing and storytelling, continuing to reinforce Downtown Boulder as the heart of the community and a year-round destination. The paid advertising campaign includes a variety of digital, out-of-home media (RTD bus backs) and paid social media. The 2026 digital (Connected TV and mobile banners) campaign through August 31, delivered more than 4MM impressions, including a 99% video completion rate. A targeted

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Instagram campaign to both Denver and Boulder markets generated over 422K impressions and 4.87K website activities. A paid campaign on Pinterest served over 340K impressions and reached more than 141K users. A paid tactic on LinkedIn delivered more than 74K impressions targeted specifically to Boulder-based employees. ● 50th Anniversary Planning – Began developing the vision, branding and marketing strategy for the Pearl Street Mall's 50th Anniversary celebration, laying the foundation for a year-long celebration honoring the Mall's history while looking ahead to its future. ● Downtown Visitor Guide – Produced and distributed the annual Downtown Boulder Visitor Guide, providing visitors with information on shopping, dining, events, parking, itineraries and downtown experiences while promoting local businesses through advertising and editorial content. Guidebook distribution increased 25% from 2025, with more than 24,500 copies distributed worldwide from January 1 - August 31, 2026. Deliveries to Boulder and Denver hotels grew 16%, delivering 11,750 guidebooks. ● District Wayfinding Enhancements – Redesigned the East End and West End banner program to strengthen district identity, improve visitor wayfinding and better showcase the unique character of Downtown Boulder's distinct neighborhoods. ● Strengthened Digital Communications – Continued growing and engaging audiences through newsletters, social media and digital communications, providing timely information to visitors, businesses and stakeholders while expanding opportunities to promote downtown events, businesses and initiatives. ● Sundance Film Festival Preparation – Supported community-wide planning efforts for the Sundance Film Festival by participating in strategic planning meetings, partner coordination and outreach initiatives designed to position Downtown Boulder for long-term success as the festival's future host community. ● Statewide Tourism Partnerships – Partnered with the Colorado Tourism Office through the Colorado Passport Program’s Live Music Pass to connect downtown Boulder events with a statewide tourism initiative celebrating Colorado's vibrant live music scene. The program encourages residents and visitors to explore live music destinations across the state while driving additional foot traffic downtown and engagement with local businesses before/during/after event hours. Plan for 2027 2027 will be a remarkable year for Downtown Boulder. As the Pearl Street Mall celebrates its 50th Anniversary and Boulder welcomes the Sundance Film Festival, there is an incredible Downtown Boulder BID Operating Plan 2027

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opportunity to celebrate our history while introducing Downtown Boulder to new audiences. Throughout the year, marketing efforts will honor the people, businesses and experiences that have shaped downtown over the past five decades while inviting residents and visitors alike to be part of its next chapter. ● Celebrate the 50th Anniversary of the Pearl Street Mall Lead a year-long marketing campaign celebrating the Pearl Street Mall's 50th Anniversary. Through advertising, public relations, digital content, historical storytelling, community partnerships and special promotions, celebrate the Mall's legacy while inspiring the next generation of residents and visitors to experience Downtown Boulder. ● Leverage the 50th Anniversary to Drive Economic Activity Develop promotions and marketing campaigns that encourage residents and visitors to shop, dine and explore downtown throughout the anniversary year. Work alongside downtown businesses and community partners to create memorable experiences that increase visitation and support businesses across every season. ● Strengthen Downtown Boulder's Brand Continue building on the "Welcome to the Heart of Boulder" campaign with an emphasis on looking back and ahead at the success of the district through compelling storytelling, advertising and earned media. Highlight Downtown Boulder's locally owned businesses, arts and culture, restaurants, outdoor lifestyle and historic character while reinforcing downtown as the heart of the community. ● Expand Digital Engagement Continue enhancing BoulderDowntown.com, newsletters and social media to improve visitor planning, strengthen direct communication and create additional opportunities to highlight downtown businesses, events and experiences. Use analytics and audience insights to continually improve the customer experience across all digital platforms. ● Support Business Success Through Collaborative Marketing Work with downtown businesses and community partners to create coordinated marketing initiatives that support retail, restaurants, arts and entertainment. Continue expanding seasonal promotions and partnership opportunities that strengthen the downtown economy while encouraging people to discover something new with every visit.

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● Explore Emerging Technology and AI Continue expanding the use of AI and emerging technologies to support research, planning and marketing efforts. Identify opportunities to use these tools to better understand audiences, analyze trends, develop and evaluate strategies and improve efficiencies, while continuing to explore how changing technology is influencing the way people discover and experience Downtown Boulder. ● Evaluate and Strengthen Festival Communications Following the 2027 Sundance Film Festival, work with community partners to evaluate communications with downtown businesses, residents and visitors before, during and after the festival. Identify what worked well, where improvements can be made and how those lessons can strengthen communication strategies for future Sundance festivals and other major community events.

Operations Service and Maintenance One of the BID's primary objectives is to work closely with City of Boulder Economic Development, Police, Facilities and Parks & Recreation staff to keep downtown clean, safe and inclusive for residents, visitors, employees and businesses. Through direct services, partnerships and ongoing investment in the public realm, the BID supports the day-to-day experience of downtown while helping position the district for long-term vitality. 2026 Accomplishments ● Launched a new Block Audit program, with staff and volunteers contributing more than 100 hours walking every block within the Business Improvement District to identify strengths, maintenance needs and opportunities for improvement. The comprehensive district-wide audit helped identify issues that could be addressed immediately by the Ambassador team, while also documenting longer-term infrastructure and maintenance needs requiring coordination with City partners and property owners. ●

Assumed a new coordination role for City of Boulder special events in downtown, with a focus on Pearl Street Mall and events with direct business impacts. This work supported broader public realm management by coordinating with City departments, assisting applicants, conducting onsite compliance checks, and communicating with downtown businesses to help ensure events are well-managed within the downtown environment.

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Restructured the Downtown Operations Committee to include representatives from City departments that had not previously been regularly engaged in the committee, including Code Compliance, Transportation and Facilities, strengthening cross-departmental coordination on downtown operations issues.

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Completed the fifth full year of the Ambassador program in partnership with the City of Boulder, providing hospitality, maintenance and safety services throughout the downtown

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district. Services also continued in the University Hill district, with financial support from the University of Colorado. Between January 1 and August 31, 2026, the Ambassador team: o Removed more than 1,085 bags of trash and swept 1,615 block faces throughout the downtown district; o Logged more than 3,475 hospitality contacts and 2,715 business contacts; o Removed more than 3,466 graffiti tags from private and public property; o Weeded over 922 block faces along sidewalks and common areas; and o Responded to 181 service calls and informed 151 contacts of City of Boulder ordinances. ●

Continued to strengthen the Ambassador program in partnership with Block by Block, building on operational and administrative improvements made in 2025. Efforts focused on creating a more transparent deployment schedule, consistent reporting and ongoing improvements in training and auditing the team.

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Provided more than 12,000 flowers and plants at no cost to over 90 downtown businesses through the annual Spring Green program. The BID also maintained 13 planters along the East End of Pearl, with flowers throughout the summer months and seasonal decor during the holiday season. This effort also included supporting the City’s district vitality crew by coordinating a plant order for seasonal and perennial plantings in the University Hill district.

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Installed, maintained and stored seasonal and event banners throughout the district, including the Pearl Street Mall Student Banner Project (January - April 2026) and CU’s 150th Anniversary Celebration banners (May - December 2026) and updating the East & West End Banner program with newly designed banners specifically for each of those parts of the district.

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Provided operations staffing and logistical support for Downtown Boulder Community Initiatives events and programs throughout the year, helping with event setup, public-space activation and other operational needs.

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Installed and maintained over 850,000 LED lights LED lights and other seasonal decorations throughout downtown as part of the annual holiday lighting program. In partnership with City of Boulder Parks & Recreation, coordinated funding for a significant enhancement of the Pearl Street Mall’s holiday lighting in 2026, with improvements designed to support both the 2026 and 2027 holiday seasons as part of the Mall’s 50th Anniversary celebrations.

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Operated the Tebo Train from May 26 through September 4, 2026, providing free rides to 6,807 passengers - 1,967 more riders than in 2025. Nearly 50% of those riders were City of Boulder residents, and the year showed a slight increase in visitors from the Denver Metro area and other Colorado communities outside of Boulder County. Central and West Boulder residents (80302) and North Boulder (80304) residents represented the most

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frequent local riders, with over 60% of Boulder riders coming from those neighborhoods. ●

Served as an active member of the City of Boulder’s Pearl Street Mall Capital Improvement Project planning group, contributing the downtown business and operations perspective to discussions and decisions around future improvements to the Mall’s public spaces, infrastructure, amenities and overall visitor experience.

Plan for 2027 ● Continue to refine the Block Audit program created in 2026, using ongoing stakeholder input to identify and prioritize strengths, maintenance needs and opportunities for improvement throughout the district. ●

Continue and refine Downtown Boulder’s role in supporting City of Boulder special event coordination downtown as part of broader public realm management efforts. This work will continue to include permit-related communication, onsite compliance support, business impact awareness, and operational observations that can inform long-term improvements to the City’s special event program and downtown event operations.

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Continue working closely with City of Boulder Economic Development, Police, Facilities and Parks & Recreation and other City departments to coordinate maintenance, cleanliness, safety and public-realm efforts affecting downtown, with an emphasis on clear communication, defined responsibilities and effective deployment of resources.

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Continue to build upon the Ambassador program as a core downtown service, using service data, business and community feedback, and coordination with City partners to identify opportunities to improve hospitality, maintenance and safety services. Continue efforts to strengthen the program’s long-term effectiveness and sustainability.

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Support efforts surrounding the 50th Anniversary of the Pearl Street Mall by managing the operational coordination associated with anniversary programming and City-led improvements to public spaces, infrastructure and amenities. This will include coordinating schedules and logistics, communicating with downtown businesses and stakeholders about construction and programming impacts, and working across City departments and Downtown Boulder teams to help maintain access, cleanliness, safety and a positive downtown experience throughout the anniversary year.

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Coordinate BID operations with Downtown Boulder Partnership and Downtown Boulder Community Initiatives anniversary programming, identifying opportunities to enhance the overall appearance and experience of the district while maintaining the BID’s focus on ongoing public-realm needs.

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Continue refining internal systems, procedures and data collection to make operations work more efficient, accountable and responsive, while improving the BID’s ability to communicate the impact of its programs to stakeholders and funding partners.

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Continue to support alley beautification, public art and other projects that improve downtown’s secondary public spaces and strengthen connections throughout the district.

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Continue core programs and services including Spring Green, seasonal and event banners, Tebo Train operations, holiday lighting and decorations, event operations support and other beautification initiatives, enhancing these efforts where possible through collaborations with the City of Boulder and other partners during the 50th Anniversary year.

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Continue to serve as an active member of the City of Boulder’s Pearl Street Mall Capital Improvement Project planning group, working closely with City staff and other partners as improvements move from planning into implementation and helping ensure that projects reflect the needs of downtown businesses, visitors, employees and community programming.

Economic Vitality The economic vitality of downtown depends on a strong and diverse mix of businesses, employers, property owners, entrepreneurs and community partners. Retail, restaurants and entertainment, personal and professional services, financial institutions, office users and emerging business models all contribute to a healthy downtown economy. Rapid shifts in consumer behavior, workplace patterns, development economics and business operations continue to reshape downtown districts. The Business Improvement District will work proactively with businesses, property owners, the City of Boulder and economic development partners to respond to these changes, reduce barriers to investment and create conditions that support a resilient and thriving downtown economy. BID staff will strengthen existing partnerships, build new relationships and advocate for policies, programs and investments that support businesses and property owners throughout the district. Major goals include: ● Support the retention, recruitment and growth of a distinctive mix of retail, restaurants, entertainment, services and other businesses that make downtown a destination for residents, visitors and employers. ● Work with property owners, employers and economic vitality partners to address office vacancy, encourage adaptive and creative uses of commercial space and support efforts to attract employers and investment downtown. ● Support opportunities for local and independent businesses, entrepreneurs and businesses of varying sizes and backgrounds to establish, grow and thrive downtown. ● Work with City staff and community partners to identify and reduce barriers to doing business downtown, including opportunities to improve permitting, licensing, development review and processes associated with new and changing commercial uses.

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● Strengthen connections among businesses, property owners, employers, economic development organizations and other partners to identify emerging challenges and opportunities and coordinate strategies that support the district. ● Leverage major opportunities, including the 2027 Sundance Film Festival and the 50th Anniversary of the Pearl Street Mall, to increase visitation, strengthen businesses, attract investment and build lasting economic benefits for downtown. ● Advocate for policies, programs and public investments that recognize downtown's role as a significant economic, employment, cultural and visitor center for Boulder. 2026 Accomplishments ● Participated in community discussions and analysis regarding long-term economic development tools for Downtown Boulder, including supporting DBP’s work to explore the creation of a Downtown Development Authority and building greater awareness of the need for sustained investment in downtown’s economic vitality and public realm. ● Supported preparations for the 2027 Sundance Film Festival by connecting Festival organizers and partners with downtown businesses for sponsorship, activation and participation opportunities and helping businesses prepare for the Festival’s arrival in Boulder. ● Continued to participate in and support the Boulder Restaurant Alliance, working alongside Visit Boulder, the Boulder Chamber, EatDenver and the Colorado Restaurant Association to stay connected to restaurant industry needs, challenges and opportunities and support ongoing collaboration among Boulder restaurants. ● Led planning and preparation for the Pearl Street Mall’s 50th anniversary in partnership with Downtown Boulder Community Initiatives, developing marketing, activations and engagement opportunities designed to celebrate the milestone, support downtown businesses and drive visitation throughout 2027. Plan for 2027 ● Strengthen business retention and recruitment efforts by maintaining regular communication with downtown businesses and property owners, identifying emerging challenges and connecting businesses with appropriate resources and partners. ● Leverage major opportunities in 2027, including the Pearl Street Mall’s 50th anniversary and the 2027 Sundance Film Festival, to support downtown businesses, increase visitation and strengthen connections among businesses, residents, employees and visitors. ● Build on the work completed in 2026 around a potential Downtown Development Authority by continuing conversations with property owners, businesses, City leaders and community partners about long-term economic development and investment tools. Identify opportunities to advance the goals and priorities identified through the DDA exploration and maintain momentum toward a potential future path forward. ● Begin preparing for the BID’s 2029 renewal through intentional engagement with downtown property owners. Use the renewal process as an opportunity to better Downtown Boulder BID Operating Plan 2027

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understand evolving property owner needs, evaluate BID priorities and services and ensure the organization continues to develop in ways that provide meaningful value and support the long-term economic health of the district. ● Support the evolution of downtown’s public realm and surrounding districts, including planning for the Civic Area/Boulder Creek Park and improved connections between Downtown Boulder, University Hill and other nearby destinations. ● Participate in broader economic development conversations affecting downtown, working in partnership with DBP and other community organizations while maintaining the BID’s distinct role and responsibilities. SECTION 3: BOARD & REAPPOINTMENT OF BOARD MEMBERS The current board members, terms and the geographic areas they represent are: Term expires December 31, 2026 John Reynolds, JZ Reynolds LLC, At-Large Nate Litsey, Market Real Estate, At-Large Chad Huilman, PNE Interests, Pearl Street Mall Term expires December 31, 2027 Guy Dreier, Centennial Realty Advisors, LLC, West End Casey Easton, Food Lab, At-Large Qin Liu, Ku Cha House of Tea, At-Large Craig Moelis, Foolish Craig’s, East End Jessica Trombley, Unico, Alternate Term expires December 31, 2028 Ann Klein, SmithKlein Gallery, Pearl Street Mall Nicole Hurdle, Hurdle’s Jewelry, Pearl Street Mall Ex-Officio Liaisons Tina Marquis, City Council Matt Benjamin, City Council Mark Woulf, Assistant City Manager Reappoint to a second three-year term beginning January 2027 and ending December 31, 2029: Chad Huilman, Office Partners on Pearl, Pearl Street Mall Nate Litsey, Market Real Estate, At-Large John Reynolds, JZ Reynolds LLC, At-Large

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